business-analysis

name	business-analysis
description	Patterns for requirements elicitation, BRDs, process analysis, and stakeholder alignment.
tier	standard
applyTo	**/*brd*,**/*requirement*,**/*stakeholder*,**/*process*

Business Analysis Skill

Patterns for requirements elicitation, BRDs, process analysis, and stakeholder alignment.

Business Analysis Deliverables

Deliverable	Purpose	Audience
Business Case	Justify investment	Executives, sponsors
BRD	Document requirements	All stakeholders
Functional Spec	Detail system behavior	Dev team, testers
Use Cases	Describe user interactions	Designers, developers
Process Maps	Visualize workflows	Process owners, analysts
Data Dictionary	Define data elements	Technical team

Requirements Hierarchy

Business Requirements (WHY)
    └── Stakeholder Requirements (WHO needs WHAT)
        └── Solution Requirements
            ├── Functional (WHAT it does)
            └── Non-Functional (HOW WELL it does it)
                └── Transition Requirements (HOW we get there)

BRD Structure

Standard Sections

1. Executive Summary — One-page overview for executives
2. Business Objectives — Measurable goals (SMART)
3. Scope — In scope, out of scope, boundaries
4. Stakeholders — Who's involved, their interests
5. Current State — As-is process, pain points
6. Future State — To-be vision, benefits
7. Functional Requirements — What the solution must do
8. Non-Functional Requirements — Quality attributes
9. Assumptions & Constraints — Known limitations
10. Dependencies — External factors
11. Risks — What could go wrong
12. Glossary — Term definitions

Requirements Writing

SMART Criteria

Letter	Meaning	Test
S	Specific	Is it clear what's needed?
M	Measurable	Can we verify it's done?
A	Achievable	Is it realistic?
R	Relevant	Does it support objectives?
T	Time-bound	Is there a deadline?

Good vs. Bad Requirements

Bad	Problem	Better
"System should be fast"	Not measurable	"Page load < 2 seconds"
"Easy to use"	Subjective	"Complete task in < 3 clicks"
"Handle all cases"	Unbounded	"Support cases A, B, C"
"Similar to competitor"	Vague	"[Specific features listed]"
"Should probably..."	Uncertain	"Must" or "Should" (MoSCoW)

Requirement Attributes

Attribute	Purpose
ID	Unique identifier (REQ-001)
Description	What is required
Priority	MoSCoW or numeric
Source	Who requested it
Rationale	Why it's needed
Acceptance Criteria	How to verify
Dependencies	Related requirements
Status	Draft/Approved/Implemented

Elicitation Techniques

Technique Selection

Technique	Best For	Effort
Interviews	Deep understanding, complex topics	High
Workshops	Consensus, group decisions	Medium
Surveys	Broad input, quantitative data	Low
Observation	Understanding real workflows	High
Document Analysis	Existing systems, regulations	Low
Prototyping	Validating concepts, UI	Medium
Focus Groups	User perspectives, reactions	Medium

Interview Best Practices

• Prepare questions in advance
• Start broad, then specific
• Use open-ended questions
• Listen more than talk (80/20)
• Probe with "Why?" and "How?"
• Summarize and confirm understanding
• Document immediately after

Workshop Facilitation

Phase	Activities
Open	Objectives, agenda, ground rules
Diverge	Brainstorm, generate options
Converge	Prioritize, decide
Close	Summarize, next steps, thank

Use Case Development

Use Case Template

Use Case: [UC-001] [Name]
Actor: [Primary actor]
Precondition: [What must be true before]
Trigger: [What initiates the use case]

Main Flow:
1. Actor does X
2. System responds with Y
3. ...

Alternative Flows:
2a. If condition, then...

Exception Flows:
2b. If error, then...

Postcondition: [What is true after]
Business Rules: [Applicable rules]

Use Case Levels

Level	Scope	Example
Summary	Multiple sessions	"Manage Customer Account"
User Goal	One sitting	"Place Order"
Subfunction	Part of a step	"Validate Address"

Process Analysis

Current State Analysis

1. Map as-is process (BPMN, swimlane)
2. Identify pain points
3. Measure current performance
4. Find root causes
5. Quantify improvement opportunity

Process Mapping Notations

Notation	Best For
BPMN	Detailed, technical processes
Swimlane	Cross-functional workflows
Value Stream	Lean analysis
SIPOC	High-level overview

SIPOC Template

S	I	P	O	C
Suppliers	Inputs	Process	Outputs	Customers
Who provides?	What's needed?	High-level steps	What's produced?	Who receives?

Gap Analysis

Gap Analysis Framework

Current State → Gap → Future State
     │           │          │
     ▼           ▼          ▼
  As-Is     What needs   To-Be
  Process   to change    Vision

Gap Categories

Type	Examples
Process	Missing steps, manual work
Technology	System limitations
People	Skills, capacity
Data	Quality, availability
Policy	Rules, compliance

Acceptance Criteria

Gherkin Format

Given [precondition]
When [action]
Then [expected result]
And [additional result]

Acceptance Criteria Checklist

• Testable — Can write a test case
• Clear — Unambiguous language
• Complete — Covers happy path and edges
• Independent — Doesn't require other criteria
• Valuable — Ties to user need

Traceability

Traceability Matrix

Req ID	Business Objective	Design	Test Case	Status
REQ-001	OBJ-01	DES-005	TC-012	Passed

Traceability Benefits

• Ensure all requirements implemented
• Impact analysis for changes
• Test coverage verification
• Audit compliance evidence

Prioritization Techniques

MoSCoW

Priority	Meaning	Guidance
Must	Critical for success	~60% of effort
Should	Important, not critical	~20% of effort
Could	Nice to have	~20% of effort
Won't	Out of scope (this release)	Documented

Value vs. Effort Matrix

High Value │ Quick Wins │ Major Projects │
           │ (Do first) │ (Plan carefully)│
Low Value  │ Fill-ins   │ Avoid           │
           │ (If time)  │ (Don't do)      │
           └────────────┴─────────────────┘
             Low Effort   High Effort

Kano Model

Type	If Present	If Absent
Basic	Expected, no delight	Dissatisfied
Performance	More is better	Less is worse
Delighter	Unexpected joy	Not missed

Common BA Pitfalls

Pitfall	Prevention
Solution jumping	Ask "why" before "how"
Missing stakeholders	Stakeholder analysis early
Gold plating	Tie everything to objectives
Assumption blindness	Document and validate assumptions
Scope creep	Change control process
Analysis paralysis	Timeboxed analysis, iterate